1. TELUS Work Styles Copyright © TELUS Corporation. All rights reserved. Neither the whole nor any part of this work maybe copied, scanned, reproduced, or transmitted, in any form or by any means without the prior written permission of TELUS Corporation. (The information contained herein is the confidential information of TELUS Corporation. No disclosure or use of any portion of this confidential information shall be made without the prior written authorization of TELUS Corporation). Chuck Healy (506.645.9848) Account Executive – Public Sector New Brunswick May 10 th, 2015 chuck.healy@telus.com AMANB / AAMNB 39th Annual Conference / 39e Conférence annuelle Moncton - Delta Beauséjour

2. Agenda Strategic intent for TELUS Work Styles Our Work Styles evolution What we learned 1 2 3

3. Trend: a changing workforce and workplace “The Canadian mobile worker population is set to increase from 12.1M in 2012, accounting for 68.9% of employed Canadians, to 13.3M in 2016 or 73% of the workforce.” Source: IDC’s Canada’s Canadian Mobile Worker 2012 – 2016 Forecast

4. Work Styles® gives our team members the flexibility to work when and where they are most effective so they can focus on supporting an exceptional customer experience. Our strategic intent Resident Mobile At-home

5.  Strong Customers First commitment  High team member engagement  Strong performance development process  Established Work Styles technology roadmap  Feedback for continuous improvement Foundation for Work Styles Customers First Engagement Performance development Technology Feedback

6. Evolution of Work Styles at TELUS Strengthening the cultural foundation Shift towards Work Styles culture at TELUS Technology maturing, competitive demands increasing. Challenge – no guiding policy, inconsistent application Introduction of Work Styles concept The Work Styles program and the Real Estate strategy blend  National policy launched  Scope and target are solidified. 2007-2009 2010-2011 2012-2013 2006 The project rollout continued  Governance model created focusing on obtaining feedback and deploying improvements  Consolidation in major centres completed 2014 Business ownership for Work Styles 2015+ Business as usual and focus on further adoption TELUS Example

7. Our goal for 2015 Mobile or At-home 70% Resident 30% Targets apply to team members across 14 buildings in major cities. (~15K)

8. Benefits of a flexible work environment Return on investment Return on employees Return on environment Financial, Social and Environmental

9. Financial, social and environmental benefits to TELUS Return on investment  Projected net cash flow savings of $166 million over 20 years from ongoing real estate consolidation and optimization  Projected net cash flow savings/avoidance of $63.5 million over 13 years from our investment in collaborative technologies (incl. Telepresence) and reduction in travel Team members  Increased employee engagement scores from 53% to 85% over 7 years  Work Styles program satisfaction rate of 95% at the end of 2014 Environment  5640 Tonnes CO2e avoided in 2014  22.7 million km & 1.3 million hours in commuting saved

10. We continue to strengthen our employer brand Quarterly new hire survey reports show Work-Life Flexibility to consistently be a talent attractor for TELUS. 5 TOP …reason why applicants accepted the TELUS Offer 3 TOP …factor applicants found unique or different about TELUS compared to other companies Source: TELUS 2014 New Hire Surveys (n=1525) Work-Life Flexibility

11. Our technology enables productive work behaviors No matter where we work, the technology that TELUS provides helps employees:  Perform work to a higher degree of quality  More efficiently complete work  Effectively collaborate with others  Be more productive Holding ourselves to a higher standard Technology didn’t solve our challenges, it enabled us to solve our challenges. Strongly agree/agree 34.6%

12. Validating the effect of Work Styles on productivity TELUS Work Styles is proven to: Support work-life balance Improve employee retention Deliver consistent productivity Source: TELUS-Ivey Work Styles Study, 2014TELUS-Ivey Work Styles Study, 2014

13. What we have learned  Seek stakeholder engagement early in the process - senior executives, enabling units, business leaders  Validate role fit; Work Styles is a privilege for team members not a right  Communicate transparently and ensure strong change management  Seek continuous feedback - engage leaders and team members on issues and actions to improve  Create a governance program – embed Work Styles into all people programs Real Estate HR Finance IT

14. Sharing our Work Styles success with others Leadership Are your employees empowered to make decisions? Do you have the leadership and culture to support teams when employees start to work in different locations? Digital Readiness Is your organization able to support diverse learning styles, demographics and geographical locations? Do your employees understand not only how to collaborate, but when to use specific tools and why? Technologies Do you have the hardware and technology required to provide secure flexible work options? Do leaders role model the right behaviours to promote new technologies and support adoption across your organization? Flexible Work Styles have multi-faceted requirements

15. Consulting Services Workshops Introducing the TELUS Transformation Office (TTO) Leadership & Organizational Change Digital Readiness & Connected Learning Flexible Work Styles Strategic Planning Pilot Support Focus areas Service areas Web: www.telustransformationoffice.comwww.telustransformationoffice.com

16. How can TELUS help specific to Work Styles? Flexible Work Styles 1. Strategic planning – where are you at now/where should you be 2. Planning & implementation workshops 3. Technology solutions 4. Organizational and personnel change management practices 5. Toolkits & adoption collateral

17. telus.com/workstyles Chuck Healy (506.645.9848) chuck.healy@telus.com Questions?